Radical Focus SECOND EDITION

Now I have a simple, solid format that works across any org, big or small.

I trimmed the meetings down to two key meetings a week: one to set intentions and one to celebrate progress.

The Health Metrics protect what you’ve already accomplished while you try to grow new metrics via your OKRs.

When frontline teams set their OKRs, they will stick tactics in there. Engineers, designers, and product managers are solutions people. If you spot a task or project listed as a Key Result, ask a few questions: Why this project? Why is it important? What will it accomplish? What will change? How do you know if it’s successful? What numbers will mov

“Solve the problems you have, not the ones you imagine.”

What Makes OKRs Work? The Cadence.

When people ask me what the difference is between OKRs and SMART goals, KPIs, or other goal-setting approaches, I tell them it is the cadence of check-ins. The cadence is what makes the difference between goal setting and goal achieving.

The Objective is inspiring and motivates those people who don’t dig numbers. For those who do love numbers, the Key Results keep the Objective real. I know I’ve got a good Objective when Ileap out of bed in the morning eager to make it happen. I know I’ve got the right Key Results when I am also a little scared you can’t make them.

“What is the Objective for this project?” and “How will we know if we’ve succeeded?”

Jeff Weiner used to say, “When you are tired of saying it, they are starting to hear it.”